Building Partnership to Tell Great Stories
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Building Partnership to Tell Great Stories

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Building Partnership to Tell Great Stories was a keynote I gave at the Talent Management Alliance Conference in 2013. ...

Building Partnership to Tell Great Stories was a keynote I gave at the Talent Management Alliance Conference in 2013.

The topic covered my training approach for helping HR Business Partners learn to leverage the products and services of new analytics teams in HR.

A slide deck from a keynote at:
The Talent Management Alliance Conference
Las Vegas, NV
May 2013

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    Building Partnership to Tell Great Stories Building Partnership to Tell Great Stories Presentation Transcript

    • William Gaker Building partnership to tell great stories William Gaker Copyright 2013 William Gaker
    • Agenda The purpose of analytics and the importance of partnership helping decision-makers understand analytics analytical training approach questions Copyright 2013 William Gaker
    • William Gaker The purpose of analytics and the importance of partnership Copyright 2013 William Gaker
    • The pool of shared meaning is the birthplace of synergy -Kerry Patterson Copyright 2013 William Gaker
    • Opinion Data Metrics Analytics Meaning ValuetoStorytelling The purpose of analysis is to create a shared meaning that encourages informed action Copyright 2013 William Gaker
    • Opinion Data Metrics Analytics Meaning ValuetoStorytelling action is possible when workforce analysts and HR leaders partner to understand the story Copyright 2013 William Gaker
    • The skill sets of decision makers and analysts are complimentary ! Collaboration is key to leveraging analytical insight ! Decision makers and analysts must understand each other to collaborate effectively Business Knowledge Research Knowledge navigates Political systems navigates information systems Experience Analytical Skills Applies insight to business context finds insight to Answer business questions Decision- Makers Workforce Analysts Improve Storytelling through Collaboration Copyright 2013 William Gaker
    • In order for workforce analysts and decision-makers to collaborate effectively, they need to understand each other’s perspective Because workforce analytics is a relatively new field, it is often necessary to help decision stakeholders understand the purpose and value of analytics Improve Collaboration by leveraging expertise Copyright 2013 William Gaker
    • William Gaker Helping decision-makers understand analytics Copyright 2013 William Gaker
    • Ask Questions to Tell Stories Analytical training approach Encourage curiosity Help leaders ask great questions Communicate the value of analytics and the benefits for the business Teach the big picture and how leaders fit into the overall process Reduce anxiety by relating the unfamiliar to the familiar Make the learning process easy to remember and apply Copyright 2013 William Gaker
    • Ask Questions to Tell Stories Ask Questions to Tell Stories Questions Insight Workforce Analytics Decision Makers The purpose of analytics is to answer questions Analytics is most useful when it answers questions important to leaders Workforce analysts should help decision makers ask the right types of questions Copyright 2013 William Gaker
    • Data-Oriented Objective Testable Specific Connect the DOTS Data-Oriented ! Research questions need evidence in order to be answered ! Asking questions this way helps you understand what insights to look for ! Questions that are not data-oriented usually need to be more specificCopyright 2013 William Gaker
    • Data-Oriented Objective Testable Specific Connect the DOTS Objective ! Great questions do not have the desired answer built-in ! It only takes a little re-working to make a question more objective ! Make sure the answer to your question has the possibility of being positive and negative Copyright 2013 William Gaker
    • Data-Oriented Objective Testable Specific Connect the DOTS Testable ! Great questions allow you to test your instinct ! Confirming or disconfirming an educated guess keeps you focused on the question and allows you to form a theory ! Sometimes the greatest learnings happen when the answer is not what you expectCopyright 2013 William Gaker
    • Data-Oriented Objective Testable Specific Connect the DOTS Specific ! Specific questions focus the insights you are looking for and make them easier to find ! Broad questions can usually be broken down into several specific questions ! Copyright 2013 William Gaker
    • Data-Oriented Objective Testable Specific Connect the DOTS Connect the DOTS ! Asking great questions will lead you to insights that create meaning and drive action ! Connect insights together to answer bigger questions and build a business case ! Use these insights to create a narrative that sparks a sense of urgency Copyright 2013 William Gaker
    • Ask Questions to Tell Stories The REsearch process Ask Questions Test a Theory Collect EvidenceTell a Story Check Results Copyright 2013 William Gaker
    • Ask Questions to Tell Stories The REsearch process Step 1: Ask Questions Copyright 2013 William Gaker Curiosity is the foundation of the entire research process Leaders can add value to the process by asking questions Workforce analysts can add value by asking questions of their own and working to answer the questions most important to leaders
    • Ask Questions to Tell Stories The REsearch process Step 2: Test a theory Copyright 2013 William Gaker Asking questions in the context of a theory structures your thinking about how to answer your question Leaders can leverage experience, intuition, and knowledge of the business to develop theories Workforce analysts can add value by developing theories, testing theories, and ensuring methodology is robust
    • Ask Questions to Tell Stories The REsearch process Step 3: Collect evidence Copyright 2013 William Gaker Evidence is required to discover insight, answer questions, and understand your theory Leaders can unlock access to information and provide resources to facilitate data collection Workforce analysts consult on data collection strategy, methods, and structure it to provide insight
    • Ask Questions to Tell Stories The REsearch process Step 4: Check results Copyright 2013 William Gaker Analyze the information to get insight It is crucial to check the results to ensure that the insight is authentic Leaders place insight in context to ensure they align with what is already known Workforce analysts find insight and can view results from a different perspective If results do not make sense, ask more questions until you fully understand the story
    • Ask Questions to Tell StoriesInsight Inlsight [in-sahyt] An instance of apprehending the true nature of a thing. ! Especially through intuitive understanding ! Power of acute observation and deduction An enlightening piece of information that helps you understand the answer to your question Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesInsight Inlsight [in-sahyt] An enlightening piece of information that helps you understand the answer to your question Insight Method One ! Trends ! Show how metrics change over time ! Understand the impact of critical events ! Inform what you expect to happen next (forecasting) ! Demonstrate progress towards strategic goals 2007 2008 2009 2010 2011 2012 Employee Engagement Business Performance Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesInsight Inlsight [in-sahyt] An enlightening piece of information that helps you understand the answer to your question Insight Method Two ! Compare Groups ! Show how groups differ from one another ! Test the impact of specific variables ! Customize recommendations ! Understand sub-group contribution to overall performance ! Benchmark business segments Did Not Receive Training Received Training Performance Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesInsight Inlsight [in-sahyt] An enlightening piece of information that helps you understand the answer to your question Insight Method Three ! Advanced Analytics ! Determine relationships across multiple variables ! Understand key drivers of critical outcomes ! Predicting critical outcomes ! Linking HR activities to tangible business outcomes Voluntary Turnover Employee Engagement Performance Feedback Role Clarity Advancement Opportunities Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesInsight Inlsight [in-sahyt] An enlightening piece of information that helps you understand the answer to your question Insight Method Four ! Qualitative Analysis ! Discover themes related to your question that are difficult to quantify ! Research a topic in-depth ! Generate a new theory or hypothesis ! Explore new ways to think about a question Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesAnalytical Storytelling Broad Question specific sub-Question specific sub-Question specific sub-Question Insight Insight Insight conclusion (Story) Break down broad topics into manageable sub-questions Copyright 2013 William Gaker
    • Ask Questions to Tell StoriesAnalytical Storytelling Broad Question specific sub-Question specific sub-Question specific sub-Question Insight Insight Insight Conclusion (Story) Integrate insights into a narrative Copyright 2013 William Gaker
    • Ask Questions to Tell Stories Comparing stories Traditional stories Analytical stories Setting Characters Plot Acts/Parts Scenes/chapters Beginning, Middle, End Org Environment Stakeholders Actions Questions Insights Beginning, Middle, End Copyright 2013 William Gaker
    • Provide an opportunity to apply the content through group activities Scenario about a fictional problem that could be understood with analytics Have groups come together to understand: - What questions to ask - What information is required to know the answer - How to integrate multiple insights together to form a story experiential learning Copyright 2013 William Gaker
    • A HR leader at your organization is concerned because the CEO doesn’t seem to believe that HR adds strategic value to the business. This leader feels that the business would greatly benefit from HR being a strategic partner and thinks you might be able to provide some data that helps make a business case for strategic HR. You notice the next day that your leader has requested a copy of every single report your team has ever produced and needs it for the big meeting. Work together in groups of 5 to discuss: 1. How would you respond to this request? 2. How would you help the leader make the business case for HR? 3. What would you do to help the leader think differently about this? Copyright 2013 William Gaker
    • Know your audience Understand the business concerns of your client Know how the evidence relates to your questions Integrate the evidence with what you already know Have a point of view Before telling your story... Copyright 2013 William Gaker
    • Let numbers speak for themselves only when they need to Create a narrative that strikes an emotional chord Communicate change effectively Provide context Remove the fluff: Align the story with your questions Communicate numbers for the sake of meaning... Do not communicate numbers for the sake of numbers Telling your story Copyright 2013 William Gaker
    • William Gaker? thank you! Copyright 2013 William Gaker